a publication of the municipal association of south carolina

AUGUST 2009

I n 2006, Act 388 made several changes in the way municipal governments can raise revenue.

A compromise part of that legislation gave local governments the authority to put sold property on the tax rolls at full market value at the time property is sold (referred to as “point of sale”). This allowance was to alleviate some of the consequences of another provision

which gave a property tax break to anyone owning property that increased in value more than 15 percent over a five-year period.

The rationalization behind this tax break was to ensure that prop-erty owners were not taxed out of their homes. When property sold, the property value was recorded for tax purposes at the point of sale to

effectively “true up” the tax value of the property to the actual sales price.

During this year’s session, legislators introduced several bills to eliminate the point of sale provision, further cutting into local government revenues and shifting the tax burden from wealthy property owners to businesses and less affluent homeowners. The real estate industry supported these bills.

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fair marketBuilding afor point of sale bill

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This version of the bill would protect

rapidly appreciating property from ever

being taxed at 100 percent“

”President:Mayor Rick DannerGreer

Executive Director:Miriam Hairmhair@masc.sc

Managing Editor:Reba Campbellrcampbell@masc.sc

Editor:Mary Brantnermbrantner@masc.sc

Associate Editor:Meredith Waldropmwaldrop@masc.sc

Contributing Writers:Reba Campbell, Ashley Cook, Casey Fields and Amy Geier.

For a list of current municipaljob openings, visit

www.masc.sc/misc/jobs.htm

[ this issue ]Association forms Municipal Finance Accountability Task Force

Municipalities prepare condensed annual financial reports to educate public

Technology certification program graduates become Certified Government Chief Information Officers

SC Supreme Court issues ruling for municipal employee paid military leave

Have your hometown voice heard loud and clear

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Early in the session, the House bill (H3272) was on a fast track without even getting a public hearing at the subcommittee level. The bill, as introduced, did away with the “true-up” at the time of sale and capped the increase in fair market value of sold property at 15 percent at reassessment. The effect was a cap on the value of property regardless of whether the owner owned the property for many years or recently purchased it. This bill also required the 15 percent limit on increases in value to be calculated separately on land and improvements with the intent of qualifying more properties for the tax break.

During the floor debate, Rep. Kenny Bingham (R-Lexington) introduced an amendment to capture fair market value of sold properties at the time of reassess-ment instead of at the time of the sale making the bill more acceptable to local government interests.

The original Senate version of the bill (S435) capped the fair market value of sold property at 15 percent at point of sale. For example, property on the tax rolls at $100,000 and sold for $125,000 would have its property value adjusted for tax purposes at the time of sale to $115,000. At reassessment, the property value could not increase more than 15 percent over the $115,000.

Association Executive Director Miriam Hair testified at a Senate subcommit-tee hearing noting that the artificial value of the property for tax purposes was intended to make sure an owner is not taxed out of a home where he has lived for many years. She told the committee, “This version of the bill would protect rapidly appreciating property from ever being taxed at 100 percent of its value and shifts more and more of the cost of local government to those owners of slowly appreciating property.”

By the end of the session, the Senate language replaced the House version, and the bill included a sunset provision to return to the current law after tax year 2014. The impact of this provision is property sold after December 31, 2008, but before the 2014 tax year, would never be taxed at its fair market value if its value increased more than 15 percent over five years.

Throughout the months-long debate over the bill, local elected leaders made sure their legislators were aware of the negative impact that changing the point of sale provision would have on South Carolina cities and towns. That contact, along with direct lobbying by the Association staff, helped slow down the bill at the end of the session. While a vote on final passage will take place early in the 2010 session, the Association staff will work with legislators, committee staff and other interested parties to reduce the negative impact the bill, as currently written, would have on local governments.

Learn more about what you can do to help your legislators better understand the rami-fications of this legislation by attending one of the fall regional meetings. Check the Association’s Web site (www.masc.sc) for times, dates and locations.

bUIlDING: CONTINUED FROM PAGE 1

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It’s in our hands

and updated the Bureau’s list of hous-ing unit and group quarters addresses. This summer, the Census Bureau will conduct the Address Canvassing Operation to review the information provided by local communities.

Depending upon the participation option a local government chose when it signed up for LUCA, the Census Bureau will provide the following feedback materials beginning in September.

Option 1 or 2 — Full Address and Local Address List Review• Detailed feedback on whether each

address submitted by a jurisdiction was accepted or rejected

• Address count list — a comprehen-sive list of addresses in a jurisdiction.

• Map(s) or digital shapefile (data format for geographic information systems software) for a jurisdiction

Option 3 — Local Address List Submission• Address count list• Map(s) or digital shapefile (data

format for geographic information systems software) for a jurisdiction

In 2010, the U.S. Census Bureau will issue a call to action for every resident: “Be Counted.” Even though the census is a federal project, local governments have an important role to play for the Census to be an accurate reflection of their hometown.

Local officials must take the lead to ensure the addresses the Bureau uses are correct and encourage residents to participate in the 2010 Census.

Census data determines the distribu-tion of $300 billion annually of govern-ment funding for critical community services and generates thousands of jobs across the country. Redistricting will occur on the state and local level using data col-lected in the 2010 Census. This informa-tion also determines how many seats each state will have in Congress. A complete count is vital for accurate representation. Also, the Census data can be used to guide important local decisions.

Not only does the Census have long-term effects, but it also could have an immediate impact on the local economy. The Census Bureau will hire hundreds of thousands of people nationwide for temporary census jobs.

To help ensure accurate counts, many local governments elected to participate in the Census Bureau’s Local Update of Census Addresses program.

LUCA enlisted the help of state and local government officials to improve the accuracy and completeness of the address list used to deliver the Census questionnaires. Local officials reviewed

Local governments that chose option one or two can appeal the Census Bureau’s decision/feedback on whether or not to legitimize an address submitted by that jurisdiction. Local officials must submit their appeals before the end of the year. Census officials suggest using a digital camera to document any address being resubmitted.

Also before the end of the year, the Bureau will send local governments a Boundary and Annexation Survey. Updated annually, this survey will guide Census takers as they canvass munici-palities. It is especially important this year to ensure a municipality’s corporate limits are accurate so the municipality will receive a full and accurate count.

Attend the “Short Takes on Timely Topics” session at the Association’s Annual Meeting on Saturday, August 8, at 4 p.m. to learn more about the upcoming Census process. For more information about the 2010 Census, contact Melissa Carter at 803.933.1251 or mcarter@masc.sc.

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Strong cities start with strong fiscal management. Over the past several years, the Association staff and board have discussed with legislative leaders the importance of identifying cities and towns that are in or may be heading toward financial distress to bring in assistance before issues escalate.

During the 2009 session, Rep. Tracy Edge (R-Horry) and Sen. Hugh Leatherman (R-Florence) introduced bills that would put in place state-level, coordinated financial reporting mecha-nisms to help identify problems.

Rep. Edge’s bill, which focuses on the authority of a municipal oversight commission, had a subcommittee hearing. However, he agreed to hold the bill until next year so that a task force organized by the Association could meet over the summer and fall to identify criteria that would trigger involvement by a state commission.

Sen. Leatherman’s bill, introduced at the request of the state treasurer, focuses primarily on audits and includes all political subdivisions. This bill did not see any action.

Carol Burdette, first vice presi-dent of the Municipal Association and mayor of Pendleton, chairs the task force. She said, “The Municipal Association board organized this task force because we know strong cities must be in good fiscal condition to be able to provide the services their residents and businesses expect.”

The Municipal Finance Accountability Task Force had its first meeting in June. Members include mayors, city managers, municipal finance officers, attorneys with expertise in municipal bonding and municipal law, auditors who work with cities and towns, the state treasurer and Association staff. In addition,

Rep. Edge and Sen. Leatherman are included on the task force.

The goal of the task force is to bring together interested parties with diverse knowledge and interest in municipal government to make recommendations for a commission, authorized by state law, to act when a municipality is determined to be in financial distress. Among other things, the task force will make recommenda-tions regarding how a state commission will determine if a municipality is in distress and outline the commission’s authority to help bring financial stabil-ity back to a city.

“The task force assembled by the Association brings to the table a broad array of experience and a variety of unique perspectives regarding the fiscal challenges of towns and cities in South Carolina.,” said David Williams, Florence city manager and task force

Association forms Municipal Finance Accountability Task Force

news BRIEFS

• Sponsored by the National Trust for Historic Preservation, the Dozen Distinctive Destinations program recognizes unique cities and towns that are working to preserve their historic character, promote heritage tourism, enhance their community and encourage others to enjoy all they have to offer. Nomination forms for 2010 are due on September 1. Visit www.preservationnation.org/travel-and-sites/travel/dozen-distinctive-destinations for an application and more information.

• Julie Hollaway, underwrit-ing specialist for the Municipal Association’s Risk Management Services, received the designa-tion of licensed agent for workers compensation and property and casualty insurance. The designation is recognized by the SC Department of Insurance.

• Members of the SC Association of Municipal Power Systems elected their 2009-10 board of directors during their annual meeting in July. President: Dale Satterfield, gen-eral manager, Laurens Commission of Public Works; Vice President William Medlin, director of elec-trical utilities, Town of Winnsboro; Member-at-Large Alan Loveless, electric utility manager, City of Georgetown; Member-at-Large Joe Nichols, utilities director, City of Union; Member-at-Large Jeff Meredith, director of electric utili-ties, Greenwood Commissioners of Public Works; and Member-at-Large Mike Reddeck, director of public works, City of Clinton.

member. “Our mission is to devise recommendations for possible legislation that can help to ensure our municipalities’ future fiscal integrity.”

At its first meeting, the task force discussed many of the financial challenges cities and towns may face that could put them in financial distress. The group determined there are three primary areas that need to be addressed in any potential legislation: training on financial management for elected officials and staff, a set of standards that a commission would use as a benchmark to identify cities in distress, and an adequate level of resources committed to a commission that would be charged with assisting these cities.

The task force will continue to meet over the summer and fall to have recom-mendations ready before the 2010 legislative session.

Municipal Financial Accountability Task Force members

Chair: Mayor Carol Burdette Pendleton

(First Vice President of the Municipal Association)

Mayor Kevin Johnson Manning

Mayor John Douglas Chesterfield

Shirley Hughes Finance Director, Beaufort

David Williams, CPA City Manager, Florence

Eric Budds City Manager, Newberry

Joe Newton Deputy Executive Director, Appalachian Council of Governments

Danny Crowe Municipal Attorney, Turner Padget Graham & Laney

Converse Chellis State Treasurer

Larry Finney, CPA Municipal Auditor, Greene, Finney and Horton

Anne Ross, CPA Municipal Auditor, JW Hunt and Company

Belton Zeigler Bond Attorney, Pope Zeigler

Miriam Hair Executive Director, Municipal Association of SC

Rep. Tracy Edge (R-Horry) Primary sponsor of the House oversight bill

Sen. Hugh Leatherman (R-Florence) Primary sponsor of the Senate bill

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Town of Kiawah Island Fiscal Year 2007-2008

Popular Annual Financial Report

William G. Wert, Mayor

Council MembersAlan L. Burnaford, Mayor Pro Tempore

Charles R. Lipuma G. Steven Orban

Donald H. McIver, Jr. (Relocated)

Tumiko Rucker, Administrator H. Kenneth Gunnells, Treasurer

Several South Carolina municipalities are taking the extra step to prepare condensed versions of their financial reports tailored specifically to residents.

Some municipalities issue Comprehensive Annual Financial Reports, which are detailed documents designed to meet the needs of policy-makers and oversight bodies. However, the Government Finance Officers Association recommends that governments also prepare Popular Annual Financial Reports to provide a simple, easy-to-read overview of financial activities.

Popular financial reports are helpful to the public, said Stephanie O’Cain, chief financial officer for the Municipal Association of South Carolina.

“The intent of these reports is to condense the long and confusing financial statements into a format that is easy for the average person to read and understand,” O’Cain said. “The key is usability, so the reports should include charts and narratives that summarize the financial condition.”

The Town of Kiawah Island and the City of Georgetown publish a Popular Annual Financial Report for their residents and have won awards for those reports from GFOA.

Kiawah Island Town Administrator Tumiko Rucker said the technical nature of the CAFR makes it difficult to read and understand, but the Popular Report is pared down and more accessible to the public.

“The Popular Report is presented in a user-friendly manner that is inviting and easier to understand while still presenting a clear understanding of the Town’s financial position,” she said.

And it’s key for an informed citizenry to have that under-standing, officials said.

“The two most important reasons to make this information accessible are increased awareness and full disclosure,” said Jessica Miller, director of finance for the City of Georgetown.

“Along with our PAFR, the City also prepares a CAFR and budget document,” Miller said. “Both of these are unparal-leled means of demonstrating financial accountability and are constantly referred to in the PAFR. Many potential users of the information provided in the budget document and the CAFR are completely unaware of the existence of these important sources of financial data. Therefore, I feel our PAFR serves as a tool to bridge the gap for our citizens.”

The GFOA recommends that the data in the PAFR be extracted from the CAFR; issued on a timely basis; it should mention the CAFR for the benefit of readers seeking more detailed information; avoid technical jargon and include photographs, charts, or other graphics; and be posted on the government’s Web site.

For more information on popular financial reports, visit www.gfoa.org.

condensed

Municipalitiesprepare

annual financial reports to educate public

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Popular Annual Financial Report Fiscal Year 2008

The business type activities of the Town represent the administration of solid waste collection services provided to the residents. Transfers are not typically included in revenue. The above is shown to illustrate funding.

For the year ended June 30, 2008 the business-type activities brought in revenues of $238,512, expenses of $762,755 and $525,000 transferred from the general government.

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Municipal Association of South Carolina

hAchievement Awards

Winning Entries TownofWagener............................................................................ 2

TownofSaluda............................................................................... 3

TownofFortMill............................................................................. 3

CityofConway............................................................................... 4

CityofIsleofPalms........................................................................ 4

CityofMyrtleBeach....................................................................... 5

CityofAiken................................................................................... 5

TownofMountPleasant................................................................. 6

CityofInman.................................................................................. 6

Other Entries............................................................................... 7

hMain Street South Carolina Inspiration Awards

Winning Entries OutstandingPromotion................................................................. 13

GainesJontzRehabilitationAward............................................... 13

DowntownServiceAward............................................................. 14

MasterMerchantAward............................................................... 14

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hPopulation 1-1,000: Town of Wagener

First impressions are very important. Town officials in Wagener were not happy with the first impression their dilapidated downtown park gave visitors. With overgrown landscaping, rusted equipment and a lack of handicapped accessibility, officials felt the first impression was probably the last impression as visitors passed through the town.

With the help of a landscape architect, the town developed a master plan. Officials used two town meetings to share the plan with residents and get their input. Town leaders formed a downtown development committee to oversee the work.

With help from the county, the state Department of Transportation and Lower Savannah Council of Government, officials secured funding through a Community Development Block Grant and other state sources. The remaining funds came from donations.

Of all the partners town officials worked with on this project, Wagener citizens were the driving force. Deemed the “street bosses” by town officials, residents did not hesitate sharing their thoughts and opinions throughout the redevelopment project.

Officials lowered the elevation of the park to align with the surrounding streets and installed new sidewalks. Thirty new streetlights illuminated newly installed benches, picnic tables and pavilions. The Town of Wagener planted more than 150 trees to provide shade and natural beauty.

h2009 Municipal Association of South Carolina Achievement Awards

Since1987,theMunicipalAssociationofSouthCarolina’sMunicipalAchievementAwardsprogramhasbeenrecognizingsuccessfulandinnovativemunicipalprojects.Byestablishingpartnershipsandbuildingcommunity

support,theseprojectsimprovethequalityoflifeforcitizensandaddvaluetothecommunity.

Thisyear,38municipalitiesenteredtheAchievementAwards.SummariesareavailableontheAssociation’sWebsite,alongwithavideohighlightingthisyear’swinners.Inaddition,eachwinningmunicipalityisfeaturedonETVRadio’s“YourDay”program.

The2009MunicipalAchievementAwardwinners

■Population1-1,000:TownofWagener

■Population1,001-5,000:TownofSaluda

■Population5,001-10,000:TownofFortMill

■Population10,001-20,000:CityofConway

■Communications:CityofIsleofPalms

■EconomicDevelopment:CityofMyrtleBeach

■PublicSafety:CityofAiken

■PublicService:TownofMountPleasant

■PublicWorks:CityofInman

A building, once used as a police department and courtroom, found new life as an information center. Residents and visitors can go to this redesigned, centrally located building to get emergency lodging and evacuation route information.

Now downtown is appealing to visitors and residents alike. Annually, Wagener holds four community festivals downtown, including a Fourth of July celebration and a Hometown Holiday celebration. Additionally, the new park is crowded every day, and plans are in the works for a new monument as well as a museum.

Together, officials and residents have made progress in making sure Wagener’s first impression would be the right impression.

Contact Steve Carver at carverhs@westinghouse.com or 803.647.3531.

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Fort Mill residents wanted to play a more active role in their com-munity and local government but did not know how. Local officials listened to residents and created a process linking volunteers with town projects.

The town began by implementing a volunteer screening process to identify each person’s interests and abilities. Using a database of residents who wanted to serve and what they could do, employees matched volunteer interests with town needs.

Then citizen volunteer committees got to work. One group ad-dressed the pressing need for more arts in Fort Mill. They drew designs for a renovated town theater. Another committee designed a veterans’ memorial park. Fort Mill’s downtown revitalization group directed volunteers to parts of town that needed beautifying.

For years, town officials envisioned a Fort Mill Hall of Fame to recognize significant contributors throughout the town’s history. Volunteers tackled that project as well. Thus far, they developed bylaws and nomination guidelines for the program.

Volunteers also created an annual festival, the Fort Mill Spring Fest. The event boasts all-day live music as well as food and crafts from local vendors. The local VFW and American Legion Posts, banks and medical centers all sponsored the new spring festival.

The citizen volunteer committee program needs very little funding. Town employees do have to dedicate some time to screening ap-plications, which come in frequently.

The volunteer committees have fostered a new-found community spirit in Fort Mill. The town has a pool of people and ideas to help with current projects, and residents have a renewed engagement in their hometown.

Contact David Hudspeth at dhudspeth@fortmillsc.org or 803.547.2116.

hPopulation 5,001-10,000: Town of Fort Mill

Attracting and retaining teachers are vital to the success of any school district, and attracting and retaining residents are equally important to a town’s health and prosperity.

Like most rural towns, rental properties are hard to find in Saluda. Lack of rental property particularly affected young school teachers. If the lack of housing did not discourage them from working in the Saluda district altogether, many had to live in Greenwood or Lexing-ton and commute.

Town officials knew they needed to act but struggled to find a solution. When a downtown property owner expressed interest in converting his building into residential units, officials knew they had found an opportunity to provide affordable housing to teachers.

When the town committed to match funds for the renovation, the property owner agreed to renovate the building into work-force housing for local teachers.

Local leaders helped the property owner apply for a Community Development Block Grant and secured a work-force housing grant from the State Housing Authority. The Upper Savannah Council of Government as well as the Departments of Commerce and Educa-tion provided guidance while local citizens and business leaders helped with everything from floor plans to loan advice.

The renovation project resulted in six apartments, each with a bedroom, bathroom and kitchen complete with appliances. The first floor of the building houses a gym, restaurants, hair salon and bank, allowing a walkable lifestyle for residents. Most importantly, these apartments are within walking distance from town schools and are affordable. The 700-square foot apartments rent for $500 monthly.

Because of the town’s commitment to education, these apartments will help the local economy, area schools keep their promising teachers and those teachers have a place to call home.

Contact Randall Cole at randy@townofsaluda.com or 803.513.7404.

hPopulation 1,001-5,000: Town of Saluda

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hPopulation 10,001-20,000: City of Conway

The City of Conway is proud of its quaint and historic downtown that epitomizes the city’s commitment to preservation and beautification. Residents and visitors stroll along streets lined with shops and restaurants. Until recently, however, there was no place to hold festivals or large events.

Planners eyed the abandoned Waccamaw Riverfront, once the center of commerce for the city. They envisioned it alive and bustling again - a scenic hub that could provide outdoor space for a variety of activities.

By 1989, the Waccamaw Riverfront District Plan emerged, outlining a three-stage process. City officials brought local residents into the process during numerous public workshops and committee meetings. During these meetings, consultants, planners, environmentalists, architects and city staff discussed the project and asked residents to share their concerns and opinions. Community members served on a steering committee that provided the city with additional input. Local business leaders also took part in the process and met often with city officials.

Phase one brought the Riverwalk, new sidewalks and streetlights to the district. During phase two, the city extended the Riverwalk and added a riverfront park with a stage area and marina store. Phase three, completed in 2009, provided landscaping and additional facilities. State grant and bonds helped pay for these developments.

While the planning and implementing the project took years, local response to the Riverwalk was immediate. Kids swarmed the playground equipment, and residents sat on new benches watching the river and kayakers go by. During the summer, concerts and festivals fill the park with music.

Residents are not the only beneficiaries. The park has spurred new businesses and promoted tourism in the area, which in turn generates more revenue for the city. Using that revenue, the city dedicates employees for the riverfront’s upkeep.

Contact Bill Graham at bgraham@cityofconway.com or 843.248.1760.

hCommunications: City of Isle of Palms

In 2006 and 2007, residents and visitors were very interested in an intense period of policy-setting. Town officials received numerous requests for copies of the agendas and minutes from council meet-ings. Even though the city kept its Web site up to date, a citizen began excerpting the information regarding the development from the site and e-mailing it to concerned residents. City officials quickly realized the value of distributing city information via e-mail.

Council decided an online newsletter, or an e-newsletter, would be both economically and environmentally friendly to the city and allow a wider distribution of information. They also hoped an e-newsletter would attract more traffic to the city’s newly updated Web site.

Staff created three distinct e-newsletters. The first is geared toward residents and features meeting notices and records. The second is solely for those interested in recreation opportunities in the city. The third targets island visitors who may need to know about amenities and regulations. Using a few hours of staff time, city staff send the newsletters out at least monthly.

The response has been positive. In just over a year, the mailing list grew from 101 subscribers to 1,543. Citizens feel included in their local government and appreciate the transparency the e-newsletter provides.

The city has been pleased with the results, too. Officials have dis-covered the e-newsletters are an effective way to disseminate im-portant and sometimes urgent news. While the city updates its Web site every day, citizens might not be aware of important meetings, cancellations or closures if they are not in the habit of checking the site daily. The e-newsletter gives the city a vehicle to deliver crucial information in a way that will almost assuredly be seen.

Isle of Palms officials have found an innovative and efficient way to communicate with interested residents. The e-newsletters have cre-ated more informed citizens and better equipped officials. This new dialog will prove vital as the island continues to grow.

Contact Emily Dziuban at emilyd@iop.net or 843.886.6428.

hPublic Safety: City of Aiken

A routine complaint call planted the seeds for Aiken’s Police Athletic League. A neighborhood youngster was pelting parked cars with rocks—and doing a good job hitting his mark. Police wanted to find out what would happen if they put a baseball in his hand instead. They formed a team and joined a league. Aiken won an Achievement Award in 2004 for the baseball team project.

The officers realized the need was greater than they had originally thought when they heard that some children were not participating in league football because their parents could not afford it. They formed a football team and petitioned to form a Police Athletic League chapter so they could organize more teams.

With the support of the city manager and public safety director, the offi-cers formed a board of directors, which in turn filed for non-profit status for the organization. This allowed the organization to be certified as an official PAL league, giving it access to grants from corporate sponsors including Major League Baseball and the National Football League.

Aiken’s Police Athletic League is unique. Many leagues across the nation concentrate on one activity or do not have law enforcement personnel directly supervising them. In Aiken, the department of public safety operates the league, coordinated by the volunteer board and the city’s children, youth and family coordinator.

Employees and citizen volunteers coach teams, organize fundraisers, run concessions and provide transportation. The diverse interests and talents within the community have resulted various new teams: basket-ball, chess, even a leadership team.

The league partnered with local churches to provide a place to hold events. Other county athletic leagues and the school system have been cooperative, offering the use of their fields and facilities.

The results have been wide reaching. The league has been success-ful in getting kids to exercise. It has taught the kids teamwork and sportsmanship. Children now feel a part of the community and have role models to look up to. Little did city officials and police officers know that just a couple of thrown rocks would cause such giant ripples.

Contact Chief Peter Frommer at pfrommer@cityofaikensc.gov or 803.642.7624.

hEconomic Development: City of Myrtle Beach

The loss of the Myrtle Beach Air Force Base left a gaping hole in both the local economy and physical space of this coastal community. Choosing to look at the loss as a gain, city officials and their partners worked on a plan to develop the site. A vision of an urban village, com-plete with a town center, retail stores, and residences, emerged.

The Myrtle Beach Air Force Base Redevelopment Authority formed and helped demolish old buildings, sell parcels of land and communi-cate with the public about the redevelopment project. In 1993, the city developed the master plan and rezoned the property for a mixed-used development.

Funding for the massive project came from the Redevelopment Authority, with revenue generated from land sales. The city created a Tax Increment Financing District, backed by a Municipal Improvement District, to pay for infrastructure such as parking, streets and landscap-ing. Also, a developer provided a large portion of the funds through private investments.

City officials listened closely to public input. Residents wanted recre-ation space, so officials integrated ball fields and two recreation facili-ties into the plans.

In 2008, The Market Common opened. The once empty and aban-doned space is bustling with shoppers and soccer players. Dozens of businesses have moved in, the residential units are in demand and sporting events are hosted every weekend.

Not all of the plans for The Market Common focused on new uses for the land. Officials made sure to commemorate the former Air Force base. Valor Memorial Garden and Warbird Park serve as venues for military and veteran events. The Wall of Service memorial and 153 his-toric markers that form a walking trail though the property and capture the history of the base.

The successful base redevelopment project serves as a yardstick for future Myrtle Beach projects. Years of careful planning and investments turned one big loss into everybody’s gain.

Contact Mark Kruea at mkruea@cityofmyrtlebeach.com or 843.918.1014.

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hPublic Service: Town of Mount Pleasant

Affordable housing in a coastal town is a hot commodity, especially when that town happens to be in a vibrant, high-growth area. Local officials in Mount Pleasant knew that it was nearly impossible for middle-income workers — teachers, nurses, police officers — to find a place to live in town.

Many were commuting from Goose Creek, Summerville or West Ashley. Not only did this put a stress on the workers, but it stressed the local infrastructure as well.

In 2006, town council created the Workforce Housing Advisory Committee. This ten-member group is made up of citizens, all with expertise in a specific area pertaining to real estate development and workforce needs.

In addition to forming the committee, the Town provided for work-force housing in the Coleman Boulevard-Ben Sawyer Overlay Zon-ing District. Council included provisions to provide a density bonus to developers who set aside 10 percent of their residential units as workforce housing.

Workforce Housing Advisory Committee members helped develop a new zoning classification for workforce housing. Working with the town’s planning committee, they created the Planned Develop-ment-Workforce Housing Zoning District, which council adopted in 2008.

Beyond citizen support, Mount Pleasant relied on many partners. The Lowcountry Housing Trust, a regional advocate for afford-able housing, provided valuable insight to the advisory committee. Various non-profits around the Mount Pleasant area also provide feedback when called upon by the committee.

There are plans to develop more workforce housing. With afford-able housing located in town, businesses are more likely to move in and the streets are less crowded with cars. Most importantly, essential employees can both work and live in town.

Contact Christiane Farrell at cfarrell@townofmountpleasant.com or 843.884.4176.

hPublic Works: City of Inman

City councils can undertake many glamorous projects, but sewer improvements are not one of them. However, wastewater treatment is one of the most essential services a municipality can provide. It is critical to the quality of life for current and future residents as well as attracting new businesses to the area.

Many factors created an immediate need for Inman to make waste-water system improvements.

Spartanburg County dissolved a non-viable water district and transferred the service to the City of Inman. City officials learned the condemned district’s current treatment plant could not handle the volume feeding into it. Construction of a new high school put additional pressure on the existing system, and an old pump station needed replacing. Inman officials knew they had little time before their overwhelmed system would back up or flood.

Improving the system was a big task for the small town, and city officials reached out for help. They partnered with Spartanburg County, Spartanburg County School District and the Department of Health and Environmental Control. A private engineering group as-sessed the situation and provided plans for the overhaul. Residents weighed in on the plans at a public hearing.

Loans and grants from the USDA Rural Development program provided the majority of the funds with the school district provided additional funds.

The wastewater treatment plant received two new influent screen structures. Inman added two new pump stations and a new main-tenance facility. Also, they installed a Supervisory Control And Data Acquisition system that allows city workers to monitor local and remote facilities. If a backup occurs across town, employees can respond immediately.

The city is already planning future upgrades and system expansion.

Contact Mayor Wright Gaines at tcinmn1@windstream.net or 864.472.6200.

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hOther EntrieshCity of Barnwell

In 2006, the City of Barnwell realized it needed to plan ahead to maintain its charm while meeting the economic challenges faced by small towns. Thus, the City of Barnwell Master Plan was born. Although the city hired a professional team to jumpstart the process and partnered with the Department of Commerce, city officials implemented the plan independently. By focusing on recruiting new businesses and retaining existing ones through gradual improvement projects, Barnwell increased the quality of life for its residents and revitalized the commu-nity. The Master Plan called for revitalizing the downtown area and adding parking. Also, it recommended constructing the Lemon Park Sports Complex. Due to open this summer, the park is expected to significantly increase sports tourism in Barnwell. By partnering with the county and receiving grants, the city funded the projects without raising general taxes. Officials worked with more than 50 organizations and businesses during the planning and implementation process and are proud to show planning for economic development is not reserved for big cities anymore.Contact John Zawacki at jzawacki@bellsouth.net or 803.259.3266.

hCity of Beaufort

The Beaufort Fire Department knows the best way to fight fires is to prevent them from ever starting. That is why the department’s prevention and education program has been so valuable. Designed to develop “unconscious competence”, the fire department’s training program teaches the skills needed to prevent or survive a fire. The program’s goals are simple: prevent fires from starting, prevent existing fires from growing in severity and provide the knowledge neces-sary to escape an uncontrollable fire. The results are clear. The number of fires dropped from 26 in 2001 to 10 in 2008. The program was funded by the Assistance to Firefighters Federal Grant program and matching funds from the city. The program has reached all elementary school children in the area, from pre-kindergarten to fifth grade. Also, the department adapted the program to use with adults, business-es, senior citizens, Hispanic citizens and special needs citizens.Contact Daniel Byrne at dbyrne@beaufortfiredept.com or 843.322.7909.

hCity of Bennettsville

In the early 1900s, Bennettsville citizens could count on the city’s siren to warn them of emergencies. The city used the siren as recently as 1984, warning citizens of a Category 4 tornado that ripped through town. Eventually, however, the city took down the water tower where the siren was located. Since then, citizens wanted a way to be warned about potential emer-gencies. After numerous discussions between the mayor and council, the city decided to bring back the siren. The restored siren was placed above the Marlboro County 9-1-1 facility. The Marlboro County Dispatch Services operates the siren.To the people of Bennettsville, the siren represents more than just a way to be warned about impending storms and fires, it is an operational piece of the city’s long history.Contact Angela Ward at awward@mecsc.net or 843.479.9001(319).

hTown of Bluffton

Challenged with managing a burgeoning population while maintaining a relaxed coastal atmosphere, Bluffton leaders developed the Old Town Master Plan.The town, once a one square mile tract of land, grew in population from 738 in 1990 to 4,885 in 2005. The 2010 Census will likely push the population to more than 13,000. To maintain the quaint environment that defined Bluffton, the plan focuses on the original square mile of land and radiates the old town feel outward to the new parts of town. The plan identified 34 goals, broken down into six categories: policy and regulatory changes, planning strategies, capital improvements, promo-tion, economic development, and funding mechanisms. It is detailed and comprehensive, but the end result is simple – maintain and improve the things that make Bluffton a great place to live.Contact Marc Orlando at 843.706.4500.

hCity of Cayce

The City of Cayce created a popular and economical way to inform citizens of important city events – a community calendar. The first was a simple black and white basic calendar. Since then, the calendar has grown to a full-color, high-quality publication. To generate more interest, city officials held a photo contest. The winning photo-graphs, depicting sites around Cayce, are used in the calendar.The complimentary calendars are distributed at city hall, chosen for its central location. City officials also wanted to a way to encourage resi-dents to visit city hall. The calendars are a big success, especially with senior citizens, and have become an annual, much-anticipated Cayce event. Contact Tammy Barkley at tbarkley@cityofcayce-sc.gov or 803.796.9020(3023).

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hTown of Chapin

Chapin residents know a project that would take one man a year may take only a day with the help of others. The hard part is finding that help. Chapin officials made it easier by developing the Character Service Day.More than 800 volunteers took part in Chapin’s Character Service Day, an annual community service effort. The day involves as many segments of Chapin’s population as possible: old, young, new residents and long-time community members. Residents and organizations submit projects for volunteers to tackle on the work day. When teams of volunteers from diverse groups work together to complete the projects, bonds are forged between groups that would otherwise not likely interact.Participation in the Character Service Day has grown over the last nine years, and local leaders look forward to tackling bigger projects and expanding the spirit of community service.Contact Mayor Stan Shealy at MayorStan@sc.rr.com or 803.345.2444.

hCity of Columbia

Cities and businesses need each other to succeed. To promote this important partnership, Columbia leaders created the City of Columbia Business Spotlight Program. The Program, initiated in 2007, highlights local businesses that are setting a positive example within the community and are thriving, both in terms of revenue and employment. It rewards businesses with good reputations among residents and the business community by spotlighting the business on the city’s television station and Web site. The business is also featured in a display on Main Street.The program encourages local businesses to be active members of the community. In the future, the city plans to partner with the Greater Columbia Chamber of Commerce to expand the spotlight program and provide an even greater incentive for businesses to thrive in Columbia.Contact Angelo McBride at aamcbride@columbiasc.net or 803.545.3960.

hTown of Duncan

For many Spartanburg County residents, economic restraints make a trip to popular attractions like Carowinds impossible. With no public parks in the Duncan area, residents did not have many options when searching for outdoor entertainment. That all changed when Stoneledge, a 22-acre park, opened in Duncan.The park’s construction took place in three phases. The first phase, construction of the Stoneledge Park Recreational Facility, opened in February, 2008. The second phase, Shipwreck Cove Waterpark, opened in June, 2009. The final phase, Seven Acre Wood, will have a series of nature trails set in a large forest area with a natural stream. It will open in Spring, 2010. The park is already a huge success. An Easter egg hunt in April attracted almost 900 visitors, and the town is developing four seasonal festivals for the park. The community has been incredibly receptive, and the town looks for the park to be a large part of the Duncan community for years to come.Contact Mayor John Hamby at 864.439.2664.

hCity of Florence

Ten years ago, a planning committee known as Florence 2010 referred to Jeffries Creek as a “green necklace” around the city. Today, that necklace is intertwined with city parks and green spaces to form the Florence Trail System.The trail system links natural resources and green spaces with city parks to create distinct trails winding through the city’s green space. The system has three groupings of trails across the community, each designed to highlight the area’s existing natural beauty and to promote conservation and appreciation. The trail system spans 21 miles within the city, and officials have adopted a green space plan to manage future conservation efforts. While the city’s parks commission initiated the project, the Florence Trail Commit-tee manages it now. The Committee includes members of both public and private entities with an interest in seeing the city’s natural beauty preserved for the future.Contact Tom Shearin at tshearin@cityofflorence.com or 843.665.3113.

hCity of Greer

As recently as March 2008, city employees occupied space in 14 differ-ent locations around the City of Greer. Municipal facilities could not keep pace with the rapidly growing population, and residents were frustrated by having to conduct city business at multiple locations. The Greer Civic Center Project unified municipal office space and created a new identity for downtown Greer. The $20.3 million project included three facilities located within two blocks of each other. The first facility constructed was a two-story, 37,000 square-foot police and courts complex. The second project was a 12-acre city park with an amphitheater, fountain, pond, picnic shelter and ample green space. Finally, the newly constructed city hall, a 35,000 square-foot structure, opened in July 2008. It was the first city hall ever constructed by the city. The construction project was more than a decade in the making, with local leaders choosing to build in the city’s central business district rather than take advantage of property lying on the outskirts of town. The new Civic Center provides a one-stop experience for citizens and revitalized Greer’s downtown.Contact Steve Owens at sowens@cityofgreer.org or 864.416.0121.

hCity of Hardeeville

Though Hardeeville is experiencing new growth, small businesses remain the community’s heart and soul. To support local businesses and promote economic development, the City of Hardeeville partnered with NBSC and USC Beaufort to create the Hardeeville Business Assistance Program. The program has three main goals. First, it strives to link businesses to available services in the community. Second, it spreads the program’s message by utilizing available publicity mechanisms. Finally, it builds regional partnerships by creating long-term relationships between the business community and the Hardeeville community.

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Each program partner serves a specific role. The city is the hub of the program, distributing reminders and hosting meetings. NBSC officials educate small business owners on available financial programs that may help them expand. USC Beaufort (recently joined by the Technical College of the Lowcountry) helps local businesses with training, develop-ment, education and advertising. Even though the city hopes to expand the program in the future to wel-come new businesses, the emphasis will remain on existing businesses. The program has given the business community a strong foundation on which to build.Contact Ted Felder at tfelder@cityofhardeeville.com or 843.784.2231.

hTown of Hilton Head Island

The Town of Hilton Head Island is known worldwide for its natural beauty, an undisturbed atmosphere that attracts tourists year round. To preserve that beauty, the town annually sponsors the Household Hazardous Waste Roundup for residents to dispose hazardous material in an environmentally responsible way. Run by members of the town’s fire and rescue department with the help from a recycling contractor, the program’s goal is to reduce the amount of hazardous material dumped into rivers, drains and landfills. By ensuring materials, such as fertilizer, paint and pesticides, are properly disposed, the town can better maintain the fragile environment that makes Hilton Head Island such an attractive place to live and visit. The program has been popular with residents who have completed construction projects and have large amounts of hazardous materials remaining. As of April, 2009, the town recycled or reclaimed more than a quarter of a million pounds of hazardous household materials.

Contact Ed Boring at ebwardb@hiltonheadislandsc.gov or 843.341.4600.

hTown of Irmo

The Town of Irmo developed a way to improve the quality of life of its elderly population. The Serving Our Seniors program, coordinated by the police department, creates a strong relationship between the town’s oldest citizens and the government that serves them. On a regular basis, town employees check on seniors enrolled in the program. Employees developed a contact list of phone numbers to make it easy for seniors to file service requests and have their concerns heard. The town also distributes blankets in the winter and fans in the summer.Officials hold quarterly meetings to gauge the seniors’ needs and educate them on specific topics presented by guest speakers. Although the program was founded to promote safety, it has become a great social networking opportunity for seniors living alone. The program is funded in large part by donations but also relies on the police department’s budget.Contact Robert Brown at rbrown@townofirmosc.com or 803.781.7050.

hTown of Jackson

To a small town like Jackson, an abandoned gas station can be both an eyesore and an environmental threat. Town officials teamed with the Department of Health and Environmental Control and other agencies to rehabilitate the Campbell Station into a popular town park. An annual DHEC water quality test determined that leaking gas from the abandoned station was contaminating Jackson’s water supply. Something had to be done. Officials from the Town of Jackson and Aiken County worked with federal and state agencies to not only clean up the site but turn it into something useful. The bike-friendly town park, featuring a gazebo, has become a popular area for residents and visitors, especially cyclists.Contact Mayor Todd Etheredge at tojclerk@aikenelectric.net or 803.471.2221.

hTown of Kiawah Island

When approached by visitors, rental agencies and regime managers to expand recycling pick-up throughout Kiawah Island, town leaders were not sure they could make it happen. Financially and logistically it would be a large undertaking. Creating a pick-up route to cater to everyone’s needs would be difficult.However local leaders stepped up to the challenge. After gathering ideas from the public, town officials used various outside consultants to help design everything from signage to recycling containers. Officials funded the project with a grant from the Department of Health and Environmen-tal Control and accommodations tax money.In the end, officials met the challenge of expanding recycling throughout the tourist-based community. Beyond properties that already had recy-cling pick-up, 12 multi-family homes, six single-family homes, two public facilities, a multi-purpose community facility and the entire 10-mile stretch of the beach have recycling containers, specifically designed for each location. Not only is there less garbage in Kiawah Island, but there is also less garbage in area landfills.Contact Tumiko Rucker at trucker@kiawahisland.org or 843.768.9166.

hTown of Kingstree

Kingstree police officers are doing all they can to protect the town’s most vulnerable residents. Senior citizens, many of whom lived alone, were worried if they had a health emergency, no one would know. Some sug-gested having the police check daily on these citizens. Police contacted most of the town’s elderly population to gauge interest. After receiving positive feedback, officers advertised the Senior Citizens Patrol though fliers in businesses, local papers and churches. As the re-quests came in, a member of the police department began visiting each citizen on a daily basis. Local businesses donated fans and blankets to give out, and every participant receives a fruit basket during the month of their birthday.

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Senior citizens say they now feel more secure about both their well-being and safety. It is rare for the senior citizens to not see a squad car in their neighborhood. The officers have formed relationships with each of their residents by, not just visiting them but sometimes helping them with chores around the house.Contact Robert Ford at chiefrford@yahoo.com or 843.355.7484.

hTown of Lexington

The Town of Lexington passed its smoke free ordinance in October, 2005. Because Lexington is the only city in the county to be smoke free, many restaurant and bar owners feared they might lose business. Town officials decided to step in with a positive marketing campaign called “Glad to be Smoke Free!” Town officials got input from local business owners and other smoke-free municipalities. The town held a news conference covered by all the local television stations as well as major newspapers. Staff provided stickers and decals for local restaurants to advertise their family friendly, smoke-free atmosphere. So far, the response from businesses has been positive. Also, citizens are pleased that no special funding was needed to fund the campaign. Officials used money within the general fund budget and used internal staff to design the marketing pieces.The town plans to use these marketing methods again to promote its new “green” effort.Contact Laura McMickens at lmcmickens@lexsc.com or 803.356.8238.

hCity of Newberry

Responding to concerns about Newberry’s declining downtown, a group of residents led by councilmembers proposed an aggressive downtown revitalization program. Newberry renovated the Opera House into a first class arts center, improved public parks, beautified streetscapes and successfully negotiated bringing a hotel to the downtown. These efforts spurred downtown property owners to renovate their build-ings and restaurants to match the new face of Newberry. Not resting on its success, council knew it must maintain momentum. Council set its sights on a derelict fire station located next to the Opera House to fulfill the need for a meeting and event facility. A steering committee quickly formed, comprised of officials from the Opera House, city management, the parks and recreation department, and a preservation specialist. The committee oversaw the transformation of the abandoned building into a state-of-the-art conference center. Money for the $2.3 million project came from a variety of resources including the SC Coordinating Council for Economic Development, pro-ceeds from a local sales tax referendum, a local utility, lease-purchase financing and local hospitality and accommodations taxes. Newberry has achieved its primary objective of encouraging groups based outside of Newberry to utilize the facility, frequent downtown retail-ers, dine in the restaurants, attend a performance at the Opera House and spend the night in an area hotel. More importantly, the cooperative spirit of the project has manifested itself throughout the city, as downtown revitalization projects continue. Contact Jeffrey Shacker at jshacker@cityofnewberry.com or 803.321.1000.

hCity of North Augusta

Industrial activity left North Augusta’s riverfront area full of holes, literally. Clay excavation pits covered a 30-acre area that had been used for pot-tery and brick manufacturing. After the industry moved, these brick ponds became flooded with stagnant stormwater. City officials partnered with the North Augusta Riverfront Company to develop the area into a viable wetland and nature park for residents. Together, they secured a grant from the National Fish and Wildlife Foun-dation.Citizens were eager to help. Boy and Girl Scout troops offered their service installing duck boxes and planting vegetation. Other non-profit organizations donated their time as well.When all the clean-up and restoration was done, local wildlife had a new habitat and residents had a new park to enjoy. Local schools have also benefited. Everyone from middle school groups to USC Aiken are using the brick pond park as an outside classroom.As an added benefit, the city has a new way to handle stormwater run-off. Stormwater from the downtown area and a nearby highway empties into the ponds where it is naturally cleansed. Contact Tanya Strickland at tstrickland@northaugusta.net or 803.441.4246.

hCity of North Myrtle Beach

Johnny Causey, North Myrtle Beach’s first director of public safety, suffered a fatal heart attack in 2003. His name lives on in the form of a scholarship for children of public safety department employees.When deciding how to honor the late Causey, city officials formed a com-mittee of fire, police, and public safety department employees. Commit-tee members wanted to offer current employees an incentive to stay with the city. They suggested creating a college scholarship for children of public safety employees.Intitially, profits from the vending machines located in the public safety department funded the scholarship. Currently the money is supplement-ed with proceeds from an annual citizen-run fish fry, hosted by Causey’s surviving family members. Local businesses donate money and supplies for the event.Each student meeting the scholarship requirements receives $500 per semester, up to $4,000 in total funding. Using citizens to screen the applicants, the city has awarded 14 scholarships and has a $60,000 balance.Contact William Bailey at whbailey@nmb.us or 843.280.5555.

hCity of Orangeburg

An upstairs room in city hall was not the best place for the Orangeburg City Council to meet. It was not handicap-accessible, and large columns made it nearly impossible for attendees to see or participate.Officials decided to give council a new home and incorporated it into the larger downtown redevelopment efforts. When a historic fire station was vacated in 2006, officials decided to convert the building into a new council chamber.

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The new building meets the American with Disabilities Act standards and has reserved floor space for individuals in wheelchairs. It also has 20 ad-ditional spectator seats and a new parking lot. All of this was completed while maintaining the structure and integrity of the historic fire station.Future plans include displays and pictures within the building to honor former firefighters.Contact John H. Yow at jyow@orangeburg.sc.us or 803.533.6000.

hTown of Ridgeland

When a 25-year dispute over who owned the abandoned Jasper County Farmer’s Market came to a head, Ridgeland officials stepped in to avoid the market’s demolition. Town leaders knew the market could once again serve as the meeting place and center of commerce.A task force of town and county councilmembers, Clemson Extension staff and the Ridgeland administrator organized to secure funding for the project. They received a grant from the United States Department of Agriculture, a legislative appropriation and private donations. The group spoke with citizens and historic preservation groups about the renovations.Now the old, dilapidated market is a renovated and inviting place, sur-rounded by lush landscape and plenty of parking. Success has been swift; a number of events have already been held at the market, includ-ing the first “Taste of Jasper”. Farmers use the facility every weekend, providing locals with fresh produce. Soon, Ridgeland will undertake a marketing campaign to promote its new market. County and town officials have set aside money for annual events at the market including a concert, small film festival and a home and garden show.Contact Jason Taylor at Lowcountry@GMail.com or 843.726.7500.

hTown of Ridgeway

Residents of Ridgeway are proud of their hometown. To encourage strong community relationships, they organized events to promote Ridgeway’s diverse and eclectic identity.The Cultural and Historic Committee created Arts on the Ridge as a way to draw attention to Ridgeway in the spring. The town has a large popula-tion of amateur artists, but there was no in-town gallery to promote their work. Arts on the Ridge solved that problem as well as brought many visitors to the town. The town financially supports the festival, with the remaining funding coming from the SC Arts Commission and the Fairfield County Arts Council.Pig on the Ridge is another town festival also by residents. Each fall, teams compete in what has become one of the largest barbecue cook-offs in the state. The festival is completely funded by local business sponsorships and barbeque sales. Town employees help with setting up and promoting the event.Enthusiastic residents conceived and carried out both events. Town officials have fostered and supported their exuberance every step of the way. Contact Mayor Charlene Herring at cherring@richland2.org or 803.337.2213.

hCity of Rock Hill

Rock Hill’s mission to provide its citizens with affordable housing is two-fold. Officials want Rock Hill’s urban population to be able to afford to own a home, but not just any home, an energy efficient home. Building green homes also fit into the city’s overall plans.City officials partnered with the Housing Development Corporation of Rock Hill to research methods for building green and affordable homes. They called in various community leaders and formed a task force to cre-ate an action plan. After considering its options, the task force settled on two building techniques: insulated concrete forms and closed cell spray foam technology. Rock Hill has built four Energy Star-rated homes and 10 LEED certified housing units. These homes have been sold to residents who previously could not afford to buy one. Because of the energy efficient design, their monthly utility bills are minimal. The project was financed solely with grants from organizations such as the SC Housing Finance and Development Authority and Community Development Block Grant funds.Contact Jason Weil at jweil@cityofrockhill.com or 803.326.8783.

hTown of Santee

The Town of Santee’s water meters were 20 years old and badly in need of replacement. With recent development and growth in the area, officials realized they needed a new system to sustain the town. The system also had to be affordable and easy to use.The United States Department of Agriculture Rural Utilities Service provided a grant to fund the entire project. The new automated meter reading system allows for quick and accurate reading using radio frequency technology. Remote transmitting devices send data to laptops for drive-by readings. Now meters are read in two hours, instead of four days. Contact Mayor Silas Seabrooks at silas.seabrooks@townofsantee-sc.org or 803.854.2152(206).

hTown of Summerville

Summerville officials found it challenging to keep up during an unprec-edented period of growth. The existing town hall was not large enough to house all employees, and downtown merchants were suffering due to a severe lack of parking. Council wanted to remedy the problem without disrupting downtown’s unique character.After receiving a professional assessment, the town’s architectural review board reviewed conceptual drawings and proposed plans. Town leaders held public meetings and used revenue from a general obligation bond and local hospitality tax to fund the project.After construction, town employees had a new home in a 23,000 square foot building. The town also built a multi-level parking deck, expanding parking spaces from 52 to more than 200 spots. Also, the project created new retail and office spaces to promote downtown businesses.

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The new structures remain true to the original design of downtown Summerville, and each has room to grow. Officials already have their eye on the next step: landscaping downtown and create a new park. Contact Dennis Pieper at dpieper@summervillesc.gov or 843.871.6000.

hCity of Sumter

Sumter officials have been proactive in luring new businesses into the area to ensure its economic well-being. While it has had considerable success, officials were not satisfied with the city’s economic outlook, namely the median home income. They decided to aggressively market the community to retirees, who generally come with disposable income in tow. The city partnered with a local real estate developer to conduct focus groups of residents who had recently retired to Sumter. The resulting marketing campaign included ads in various retirement magazines and a direct mail campaign. In addition, the city launched a new Web site aimed at potential retiree residents. The site covers topics such as healthcare, education and real estate. To ensure the site’s visibility, officials purchased a Google Ad-Words account to return the retirement Web site if certain search words were used. The city’s goal was to recruit at least 50 retiree couples a year in the first five years. Based on data provided from local realtors, retirees pur-chased more than 100 homes in the Sumter area last year alone. Contact Susan Wild at swild@sumter-sc.com or 803.436.2586.

hCity of Tega Cay

Located in one of the nation’s fastest growing corridors, Tega Cay is poised to grow exponentially over the next decade. Recognizing this growth will hinge upon the city’s ability to provide exemplary service, city leaders charged staff and key volunteer groups with developing a future financial model.Members of the volunteer finance committee, the city’s finance director and city manager worked together to project the city’s future operational, capital and debt service budgets. They also met with every department director to obtain current and projected expenditures. With this data, the team made certain universal assumptions to frame the model. The result of the committee’s work was an interactive financial tool. If one department’s revenue changes, the numbers within other affected categories in the model change as well. The financial model was devel-oped at no additional cost to the city and mostly using volunteer time. Contact Grant Duffield at grant@tegacaysc.org or 803.548.3512.

hCity of West Columbia

West Columbia police officers took a proactive stand against gang violence. The department’s Anti-Gang Mentoring Program helps at-risk youth resist the lure of gang activity. An officer is assigned one child to visit weekly at his/her school. The officer becomes a positive role model for the student, offering guidance in areas like academics, family life and community involvement. Project Safe Neighborhoods and South Carolina Project Ceasefire grants fund the mentoring program in large part. Beyond officers’ time while on duty, the police department does not incur any costs.However, the program involves more than the officers and students. Parents and school administrators are important partners.Although quantifying results is difficult, the police department knows its program is effective and plan to expand it.Contact Shane Phillips at sphillips@westcolumbiasc.gov or 803.791.1880.

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h2009 Main Street South Carolina Inspiration Awards

hOutstanding Promotion: Main Street Laurens Downtown Farmer’s Market

The Downtown Farmer’s Market is a partnership between Main Street Laurens and the City of Laurens. The city agreed to provide marketing funds and to not charge a city business license fee. Main Street Lau-rens coordinated the volunteers to run the market including running a Main Street booth. The goals of the market were to bring more people to downtown on Saturday mornings and to allow the community to shop with local farmers. Many people have commented how to market makes downtown felt like downtown Laurens of old, where goods were exchanged and friends gathered. Shoppers can be heard saying, “I’ll see you at the market next week!” The market has provided an op-portunity for Main Street Laurens to promote its mission of downtown revitalization and bring many new people to the courthouse square.

Contact Jonathan Irick at mail@mainstreetlaurens.org or 864.984.2119.

hGaines Jontz Rehabilitation Award: Orangeburg City Council Chambers Renovation

Nominated by the Downtown Orangeburg Revitalization Association

The historically significant structure was originally built in 1927 as part of Orangeburg’s city complex which housed the fire station, city hall, auditorium and jail. The building is located on a major entrance into the downtown commercial district. In recent years, it was used solely as a fire station. When the fire department relocated to the new department of public safety building, the city recognized the importance of preserving the building. It was gutted and totally renovated to serve as city council chambers. The area formerly used as a parking lot was landscaped and became a courtyard and a connector between city hall and the new city council chambers. The renovations maintained the historical and architectural integrity of the building. The buildings serve as an example of the great potential of all historic properties.

Contact Bernice Tribble at btribble@orangeburg.sc.us or 803.531.6186.

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hDowntown Service Award: Alex Palkovich and Jane Madden,

Florence Art Trail Gallery

Nominated by the Florence Downtown Development Corporation

As a full-time sculptor and retired executive, Alex Palkovich should be able to focuse exclusively on his art. Instead, he has demonstrated a willingness to share his considerable talents and personal capital to bring downtown revitalization one step closer to reality. Dr. Jane Madden works full time for Francis Marion University as a grants administrator. Despite her busy work schedule, she manages to volunteer a minimum of three to four hours every day, including weekends.

Working together, Palkovich and Madden helped the Florence Art Trail Gallery became a reality. As leaders of the project, Palkovich served as a trailblazer, public relations specialist and fundraiser, while Madden handled the nuts and bolts jobs such as organizational responsibilities, marketing, scheduling communications and volunteer management. Both serve as curators for the Gallery in the absence of paid staff. These dedicated individuals lend their talents to other efforts of the Florence Downtown Development Corporation including creating a Pee Dee Regional Artisan’s Center in downtown Florence.

Contact Jennifer Wilcox at jwilcox@cityofflorence.com or 843.665.2047.

hMaster Merchant Award: Amanda Munyan, Pixie Dust

Nominated by Main Street Laurens

Amanda Munyan owns Pixie Dust, a children’s boutique that features educational toys, gifts and clothing. She managed the business for five years and has owned it for two years. She is an excellent merchandiser and is continuously moving her inventory. Munyan pays special attention to her display windows, making many of the displays herself in addition to designing her own hip, colorful marketing materials.

Pixie Dust is a destination for shoppers, offering special shopping days and fun promotional events throughout the year. She also coordinates cross promotional opportunities with other downtown businesses. Munyan is on the board of directors for Main Street Laurens and serves as the promotion committee chair. She is a hands-on chairperson involved in every promotion event sponsored by Main Street Laurens.

Jonathan Irick, director of Main Street Laurens, said “I wish I had 10 more board members with the passion and excitement for downtown that Amanda has. She is constantly looking for ways Main Street can improve its image and gain more support and members from the community.”

Contact Jonathan Irick at mail@mainstreetlaurens.org or 864.984.2119.

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PO Box 12109Columbia, SC 29211Phone: 803.799.9574Fax: 803.933.1299www.masc.sc

7uptown: august 2009

An effective way to lowerIT support costs

Managed Support Services:

Managed support services is the latest buzz in the information tech-nology field. Customers trying to get the most out of their IT dollars are hiring IT service providers at a fixed (or near-fixed) monthly fee. These companies manage and assume responsibility for providing a defined set of services that are performed usually remotely. Common services include remote network, desktop and security monitoring, patch manage-ment and remote data back-up, as well as technical assistance.

In South Carolina, municipalities such as Lancaster, Hartsville, Beaufort and Sumter have committed to using managed services for their ongoing support needs.

The managed support services model has several benefits for munici-palities, including the ability to work with an IT support company regardless of location, predictable IT support costs, and a higher level of proactive support and on-going maintenance.

The proactive support is 24x7 for monitoring and response time. Rather than having to perform on-site client

visits, which are time consuming and often expensive, the IT company can remotely access the municipality’s network to perform routine main-tenance, apply security patches and monitor performance. Automating these processes leads to better service at a lower cost.

“Travel costs, which have always been a no-win situation for both the customer and the IT support company, are significantly decreased,” explained Larry Mattox, governmental solutions specialist for VC3. “We no longer waste valuable time and gas.”

“We expect to save close to 9 percent on our recurring IT support costs,” explained Shirley Hughes, assis-tant city manager/chief finance officer for the City of Beaufort, one of VC3’s managed support customers.

The new managed support services tools also provide improved real-time helpdesk reports. “Better automa-tion and monitoring tools makes IT support more efficient and allows everyone to concentrate on solv-ing potential problems before they happen,” explained Mattox.

The term “managed support services” can mean something vastly different to each provider. Companies providing true managed support services have replaced their traditional method of outsourced technol-ogy support (on-site and “reactive” support) with remote and proactive monitoring methods.

VC3 is a Columbia, SC, based technology firm that has formed a strategic alliance with the Municipal Association to offer SC cities affordable access to technology services.

During the Association’s Annual Meeting, Larry Mattox will present a 15-minute technology demonstration on managed support services on Friday, August 7, at 3 p.m. The Municipal Association will post on its Web site a PowerPoint presentation from this and other technology demonstra-tions after the meeting.

8 uptown: august 2009

Technology certification program

graduates become...Certified Government Chief Information Officers

Hometown SEPTEMBER HAPPENINGS

Each month, municipal officials have the opportunity to recognize national observances that will help them share the value of cities and towns with the community. Through each suggested national observance, municipal leadership can localize the observance and form partnerships with the local business community, the media, local non-profit organizations and policy makers.

Labor Day – September means the official end of summer, the beginning of football season for colleges and a day for celebrating the contributions of workers. Take this opportunity to highlight the importance and contribution of municipal employees. Collect basic facts about the services your municipal employees provide to share with your residents and media. Discuss the services your employees are responsible for such as water and sewer services, police and fire. Use the “Cities Mean Business” service ads in your city newsletters to highlight the value of your employees. To view the ads, visit www.masc.sc and search on keyword: CMB toolkit.

Hispanic Heritage Month – Spotlight Hispanic residents of your city, both past and present, who have made a difference in your community. Many local organizations have events planned to recognize Hispanic Heritage Month. Partner with those organizations to spotlight Hispanic individuals who have dedicated themselves to the prosperity of your city or town. www.loc.gov/topics/hispanicheritage/index.html.

Let the Municipal Association know if you participate in a Hometown Happening. Call Casey Fields at 803.933.1256 or e-mail cfields@masc.sc.

Nineteen participants took part in and graduated from the first South Carolina Local Government Information Technology Education and Certification program. They now hold the designation of Certified Government Chief Information Officers, equipped to keep up with the feverish pace of new technology and protect their organizations against technology security threats.

“While the program is geared toward technology issues, it’s more than that. It’s about leadership,” explained Miriam Hair, Municipal Association’s executive director.

SCLGIT began in 2008 to provide local government technology leaders with the tools necessary to manage and improve their organization’s technology assets. Through lectures, case studies and best practices, participants examined

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specific local government issues such as IT governance, project manage-ment and risk management. They also learned how to bring everyone — not just the IT department — into the conversation.

“Now I feel like I can talk to everyone I work with [on technology issues] in a more productive way – elected officials, staff, customers,” said graduate Ryan Byrd, IT director for the City of Goose Creek.

The program also provided participants the chance to network and learn how other cities address technology issues. “I have no problem calling a larger city like Columbia or Charleston to ask for help, because I know the person who will answer the phone,” said Byrd.

“It was extremely beneficial to meet our peers,” said Charleston Chief Information Officer Wes Ratterree. “In fact, in the Lowcountry, we’re starting a council of IT managers.”

After receiving certification, candidates must accumulate a minimum of 20 hours of continuing professional education credits each year to maintain their certification.

The Education and Certification Program is sponsored by the Municipal Association of South Carolina and the Municipal Technology Association of SC, an affiliate organization of the Municipal Association. The Center for Public Technology at the University of North Carolina’s School of Government provides all instruction.

“We definitely want to offer the program next year” said Hair. “As long as there’s enough interest, we’ll do it.”

For more information, visit www.masc.sc keyword: SCLGIT.

Inaugural class graduates of the SC Local Government Information Technology Education and Certification oprgram are Jimmy Bagley, public service administrator/CIO, Rock Hill; Chuck Bolin, IT director, Gaffney BPW; Virginia Butler, business systems analyst, Municipal Association of SC; Sheila Butler, chief information officer, Horry County; Ryan Byrd, IT director, Goose Creek; Stephanie Carroll, technology coordinator, Conway; Krystal Dailey, information technology manager, Municipal Association of SC; Joshua Emory, network administrator, Lexington; Joe Foster, site IT manager, Greenville, Florence and Moncks Corner; Lehsa Griebel, IT manager, Greenville; Sherry Kelley, IT manager, Easley Combined Utilities; Leonard Larkin, information technol-ogy manager, Summerville; James McCallister, staff associate for affiliate services, Municipal Association of SC; Tim Oliver, geographic informa-tion officer, assistant chief information officer, Horry County; Wes Ratterree, chief information officer, Charleston; Vincent Simonowicz, director of infor-mation technology, Columbia; Barbara Swierszcz, finance director, Chester; Keith Wood, technical services director, Laurens CPW; and Chuck Usry, manager of IT, North Augusta.

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This spring, the South Carolina Supreme Court issued a decision regarding paid military leave for public sector employees. This change could significantly impact budgets immediately, as many municipal employees also serve in the National Guard or the reserves.

Both federal and state law addresses the issue of leave for military service or training. Under federal law, employees are entitled to up to five years of unpaid leave for military service and training. In addition, South Carolina law requires public sector employers provide paid leave to employees for up to 15 “work days” per year. (The year runs October 1 – September 30.) State law also requires that in the event an employee is called to serve during an emergency, the employee is entitled to additional paid leave not to exceed 30 days.

On May 26, the South Carolina Supreme court ruled in Blackburn v. Daufuskie Island Fire District, (S.C. Sup. Ct. Opinion 26656) that the 30 additional days of paid leave an employee may take during an emergency must be calculated based on “work days,” not “calendar days.” This means employees will receive differing amounts of paid time off for military service, depending upon their work schedules.

For example, an employee who typi-cally works a five-day, eight-hours per day schedule receives the equivalent of three weeks’ pay (15 days) for military duty. If called to serve in an emergency, he receives an additional six weeks (30 days) for a total of nine weeks pay. An employee who works a schedule of 24 hours on duty, followed by 48 hours off duty (24/48) (e.g. most fire personnel) receives six weeks of leave (15 shifts) for regular military service and an additional 19 weeks leave (30 shifts) in the event of an emergency, for a total of 25 weeks pay.

This decision only affects entitlement to paid military leave. It does not affect the way public employers calculate accrual and use of vacation, sick or holiday time.

Municipalities may ignore a footnote in the decision referring to a 2008 amendment granting up to an additional 30 days paid leave to a state employee serving on active duty in a combat zone. This amendment applies to state employees only, not to other public sector employees.

Information provided by Gignilliat Savitz & Bettis LLP.

SC Supreme Court issues ruling formunicipal employee paid military leave

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Have your hometown voice heard

The 2009 legislative session ended on May 21 with lawmakers returning on June 16 to consider ten vetoes by Governor Sanford. While work at the State House is finished for this year, the work of local elected leaders in engag-ing legislators back in hometowns is just beginning.

June through December is the best time to educate legislators on the services and quality of life aspects that your hometown provides to residents, businesses and visitors. This is the time to talk about your hometown's challenges and opportunities. During the summer and fall, State House activities are not distracting legislators, and this is not a re-election year. They can take the time to understand the value of the basic services your city or town provides.

Here are nine ways you can educate your legislators on your hometown’s vision, challenges and opportunities between now and when they come back to Columbia in January 2010 for the second half of the session.

1. Schedule one-on-one and legislative delegation meetings to talk about issues important to your hometown.

2. Take your legislators on a tour of downtown and city facilities. Highlight recent projects, what you have been able to accomplish and what you still hope to achieve.

3. Add legislators to the mailing list for your local newsletter.4. Highlight new services that your hometown provides to businesses

in an e-newsletter.5. Host a Cities Mean Business breakfast and ask your legislators to speak.6. Educate yourself on legislative issues for the upcoming session

during one of the fall regional meetings.7. Schedule meetings with your legislative delegation members to

talk about the potential impact on your hometown if point of sale legislation passes during the next legislative session. (See related article on page 1)

8. Introduce legislators to your first responders who protect residents and businesses everyday from harm.

9. Invite the delegation to be your guest at local festivals and celebrations.

To find more ways to engage your legislators, attend one of the ten upcoming regional meetings. Through the late summer and fall, Association staff will hit the road again to bring vital legislative and advocacy information to your hometown. Be on the lookout for dates and locations at www.masc.sc

On the Web at www.masc.sc Training opportunities

In addition to a calendar that lists events, meetings and workshops for municipal officials, the site features a separate listing of training opportunities sponsored by the Municipal Association. Users can view the listing

by date. The page also gives the user the chance to view the training sessions by either affiliate association or service/program area. To see the listing, click on “training” from the top, blue navigation bar.

Hint: The + symbol on the site means there is more content available. Click on the + symbol to expand the category.

loud and clear

events CALENDAR

1411 Gervais Street | P.O. Box 12109Columbia, South Carolina 29211Tel: 803.799.9574 | Fax: 803.933.1299www.masc.sc

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AuguST6-9 Municipal Association of SC Annual Meeting. Marriott Hilton Head, One Hotel Circle, Hilton Head Island, SC.

27 SC Association of Stormwater Managers 3rd Quarterly Meeting. Columbia Conference Center, Columbia, SC. Topics include UV Disinfection Pilot Project, drainage laws, wetland design, stream stabilization and bioretention.

28 Setoff Debt Collection Program Training Session for new participants. Berkeley–Charleston–Dorchester COG, 1362 McMillan Ave., Ste. 100, North Charleston, SC.

SepTeMbeR16-18 Municipal Technology Association of SC Annual Meeting.

Clarion Hotel Downtown, Columbia, SC. Topics include Sharepoint, system security monitoring, GIS – pictometry, and mobile 311.

17 SC Municipal Elected Officials Institute of Government, “The Benefits and Pitfalls of Economic Development” and “Forms of Government,” via satellite, Council of Governments offices.

23-25 SC Municipal Court Administration Association Annual Meeting. Hilton Myrtle Beach Resort,Myrtle Beach. Topics include indigent defense, jury trial management and legal update.

OCTObeR5 SC Community Development Association Fall Meeting. Clarion Hotel

Downtown, Columbia. Topics include impacts of regional water systems, community branding and stimulus compliance updates.

7 SC Utility Billing Association Fall Meeting. SC Hospital Association Conference Center, Columbia.

9 Municipal Association of SC Managers Meeting. Clarion Hotel, Downtown Columbia. Open to all city/town managers/administrators.

27-29 Municipal Finance Officers, Clerks and Treasurers Association Annual Meeting. Hilton Oceanfront Resort, Hilton Head Island.

28-30 SC Business Licensing Officials Association Annual Meeting. Hilton Oceanfront Resort, Hilton Head Island.